Corporate governance compliance appears to have plateaued so the focus is now on explaining why a company has not complied and acted the way it has.
Here we review the current mindset behind the ‘comply or explain’ principle, which underpins corporate governance in the UK, and look at three suggestions to improve the quality of explanations.
The Financial Reporting Council (FRC), which oversees the UK’s corporate governance codes, released a new report today showing a strong uptake of new provisions among companies and shareholders. But the review also highlights some ongoing areas of concern…
Discover the key findings on compliance, board diversity, remuneration and other governance issues in our FTSE 350 Corporate Governance Review, published next month.
What issues will be topical during the current reporting cycle for private and non-listed companies? And what are their wider business concerns? Grant Thornton’s new guide helps non-executive directors (NEDs) understand the issues.
Many companies are not being clear enough when reporting the principal risks and uncertainties facing their business, said a concerned Financial Reporting Review Panel last week. What steps can businesses take to improve compliance?
In Part 1 of our interview, Professor Sandra Dawson, non-executive director at the FSA and Oxfam, draws on her considerable experience to share with us her thoughts on board effectiveness, diversity and what makes a good NED.
Corporate scandals involving companies like the Maxwell Group, Enron, WorldCom and Satyam, and the recent banking crisis, have influenced the corporate governance norms in the US, the UK and India. Our recent India Watch article examines the key differences between the corporate governance regimes in both the UK and India.
Inconsistencies in annual reports between the corporate narrative and the external audit figures are becoming more of a focus for the Financial Reporting Review Panel (FRRP). The problem was highlighted in its annual report, out last week: of the 308 companies reviewed, 146 had been approached by the FRRP for further information or explanation.
A well designed decision making process is one of the most important characteristics of an effective board. As such boards should not allow themselves to be influenced by a dominant personality or have “no go” areas for non-executives.
Ask yourself - is such a situation familiar to you?
The Financial Times Non-Executive Directors Club is holding a twilight event on 11 March to discuss the implications to the non-executive directors’ role in light of recent governance releases.
The recent release of the Walker Review and the proposed reforms to the Combined Code set out by the FRC see further challenges set for NEDs and increased engagement by institutional investors.
FTSE 350 non-executive directors (NEDs) now have greater levels of direct sector experience and are more numerous than in 2003, a new study undertaken by business and financial advisers Grant Thornton for the Financial Reporting Council (FRC) has revealed.
